Spreadsheet supplement for case 216054. In 2013, TAV Airports Holding prepared a bid for the concession to build and operate the third Istanbul airport. This process involved input from various parts of the firm with operating and financial expertise. Burcu GeriÅŸ, the CFO of TAV Airports Holding, and her team created a model to evaluate the opportunity and formulate a bid.

Exhibit 7 supplement model for case 216054. In 2013, TAV Airports Holding prepared a bid for the concession to build and operate the third Istanbul airport. This process involved input from various parts of the firm with operating and financial expertise. Burcu GeriÅŸ, the CFO of TAV Airports Holding, and her team created a model to evaluate the opportunity and formulate a bid.

In 2013, TAV Airports Holding prepared a bid for the concession to build and operate the third Istanbul airport. This process involved input from various parts of the firm with operating and financial expertise. Burcu GeriÅŸ, the CFO of TAV Airports Holding, and her team created a model to evaluate the opportunity and formulate a bid.

After 16 years in management consulting, Barış Karakullukçu left to become the CEO of Mudo in 2012, one of the best-known names in Turkey's retail industry. She was tasked with leading Mudo's transition from a family business to a more institutionalized, corporate structure and ensuring a smooth handover of the company from the first to the second-generation owner. As CEO, she makes a series of difficult decisions to transform the company. She develops a new performance management system, reengineers most of the operations, and replaces 80% of the management team including several C-level executives. Two years later, the impact on operations is positive, however the company's profitability continues to struggle. Karakullukçu must decide how best to move forward. While the founder seeks rapid and opportunistic growth, Karakullukçu believes that the company should stabilize its cost structure and limit expansion plans.

In December 2014, Russia cancelled the South Stream pipeline that was envisaged to deliver natural gas through the Black Sea basin on to Europe and replaced it with a new pipeline through Turkey. The Turkish Stream was a great opportunity for Turkey to turn itself into an energy hub of its region. It had already secured TANAP, a natural gas pipeline to carry Azerbaijani gas to Europe through Turkey. The country's geographical position was one of its crucial assets: to its east lay 70% of the world's natural gas reserves, including Russia, Azerbaijan, Turkmenistan, Iran, Iraq, and the eastern Mediterranean basin. To its west was Europe, one of the biggest energy consumers of the world. If the Turkish Stream and TANAP pipeline projects were to go through and connect to other possible energy reserves within the wider region, would it be likely that Turkey would eventually become one of Europe's main energy corridors-perhaps even a hub? Was it less risky to remain as a transit country and secure its own energy needs at potentially lower prices? What would be the consequences of being even more dependent on Russian gas through the Turkish Stream? Would Turkey be able to prioritize economic gains and take advantage of the available resources in its south?